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Human Resources Professionals

The balancing role of human resources pros cannot be reached without a good blend of conflict resolution, honest conversations and an eye towards people’s well-being. From motivating employees to managing for happiness, these courses have you covered.

I will show you how you can get a happier organization thanks to great practices and plenty of management activities that, in many cases, don’t even require managers.

In this course, I’ll offer you a collection of concrete management practices because everyone should learn how to manage the system, not the people. These are practices for all workers so that they can introduce better management, with fewer managers. These serious games and modern tools will help you change your organization’s culture, step-by-step, beginning tomorrow.

I strongly believe management is too important to leave to the managers. Management is everyone’s job.

If you haven’t, it’s about time you did. Research shows that when we’re engaged at work, we’re more likely to have better mental and physical health, act according to our values, feel physically energized and focused, have a positive attitude and feel like we are in control over events that affect our life.

So it’s not just in the interest a company to have engaged employees; it’s a win/win scenario, really.

Let’s start by admitting that, as employees, we’re not passive actors in our own work life. We care about our own well-being at work, because work is such a large part of our life.

In this course, we’ll dig into the secret ingredient of work engagement: job crafting.

Job crafting enables us to fit our jobs to our skills, our abilities and our knowledge, as well as our preferences and needs. It’s what keeps us engaged, creative and productive.

We’ll teach you the ins and outs of job crafting and how to turn the job you have into a job you want (and even like).

In 2012, Google’s People Analytics team embarked on what seemed to be an impossible mission: to find out the one ingredient that highly effective teams have in common.

They named this quest Project Aristotle, and turned to what Google does best in order to uncover the answer - they looked at the data. What Google found was that all top performing teams had one thing in common: a high degree of psychological safety.

In this course, we start from that finding and dig deeper into the latest research on what makes a safe work environment and how to foster one for your team. We’ll tell you what you need to know about psychological safety, from the symptoms of an unsafe team to the impact of that safety has on the bottom line.

Whether you’re a team manager or the member of a team, you’ll find out practical ways to make your team more effective and your time spent at work more enjoyable.

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What our users say:

"As a manager, you rarely have time for courses or to rethink how you run your team. This content in this format was really helpful and I love the fact that it focuses on ONE aspect instead of a handful."

Just like people, some workplaces are fun while others are boring. The one thing that happy workplaces have in common is employees who are engaged in meaningful assignments. They are efficient, productive and enjoy the challenges that come with the job. Happiness at work leads to employees who are successful in their professions and proud of their employer.

With this course, I hope to put job satisfaction on the agenda of corporate life, and get managers and individual employees alike to stop and think about what they can do to bring joy to their job. You will learn about all the advantages of workplaces characterized by joy, as well as see what you, your employer and your coworkers can do to create such a workplace.

The advice and suggestions that will be presented are based on recent research as well as my own experiences as an organizational consultant.

Research in 2006 from leadership development firm BlessingWhite suggested that 73 percent of managers had some form of coaching training.

So far so good.

However, it seems it wasn’t very good coaching training. Only 23 percent of people being coached—yes, fewer than one in four—thought that the coaching had a significant impact on their performance or job satisfaction. Ten percent even suggested that the coaching they were getting was having a negative effect. (Can you imagine what it would be like going into those meetings? “I look forward to being more confused and less motivated after my coaching session with you.”)

Let’s face it - you’re probably not getting very effective coaching; and you’re probably not delivering very effective coaching either.

My guess is that there are at least three reasons why your first go at developing a coaching habit didn’t stick.

The first reason is that the coaching training you got was probably overly theoretical, too complicated, a little boring and divorced from the reality of your busy work life.

Even if the training was engaging—here’s reason number two—you likely didn’t spend much time figuring out how to translate the new insights into action so you’d do things differently. When you got back to the office, the status quo flexed its impressive muscles, got you in a headlock and soon had you doing things exactly the way you’d done them before.

The third reason is that the seemingly simple behavior change of giving a little less advice and asking a few more questions is surprisingly difficult. You’ve spent years delivering advice and getting promoted and praised for it. You’re seen to be “adding value” and you’ve the added bonus of staying in control of the situation

That’s no surprise, of course. When you take the premium that your organization places on answers and certainty, then blend in the increased sense of overwhelm and uncertainty and anxiety that many of us feel as our jobs and lives become more complex, and then realize that our brains are wired to have a strong preference for clarity and certainty,

The only problem is, it’s not working for you as well as you’d like. In fact, you’re probably stuck in one (or more) of these vicious circles: an overdependent team; a sense of overwhelm; and a disconnect from the work that really matters.

So let us help.

In this 10-bit course, we’re not trying to turn you into a coach. However, we do want you to be more coach-like so that you can work less hard and have more impact.

You will learn that there is life beyond the “here is what you should do” modus operandi.

You will learn how to tame the advice monster.

And you will discover four questions that will change the way you lead forever...

Enter your email and let’s get started. You’ll find the first lesson in your inbox right away, and you’ll learn more about those three vicious circles I mentioned above.___

Said about the course:

"I felt that Micheal provided a missing piece in my role as team leader. I'm more confident and know more about how to make people on my team grow"

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6

The Complete Guide to Effective Feedback

Overcome the fear of speaking up and learn how to give (and ask for) feedback that counts

Most of us like to see ourselves as empowered and direct—able to speak up and be honest about what matters to us. Yet many of us also have at least some times where we struggle to speak up or give feedback. We may censor what’s true for us - and, as a result, not get our needs met or lose trust and connection with others and ourselves.

What gets in the way of speaking up? We'll explore the answers to this question and how to overcome our fear step-by-step this 12-day course.

You will find out how to speak up in a way that ensures you're heard, even in challenging situations.

You will be equipped with the same knowledge that I teach to high-level professionals from Fortune 100 companies and to leading universities.

The course is based on a two-day program I teach at Cornell University as part of their professional development programs. What I share is the product of two books on this skill set. I share these skills regularly with companies through training and coaching.

So all of it is tried and tested!

Sign up and you'll be on your way to giving effective feedback in no time.

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Said about the course:

"The title doesn't lie, this is one helluva course. I have actually taken it twice to make sure I try all the exercises. I really believe my team can tell the difference in how I give feedback nowadays."

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7

Efficient Organizational Management

An introduction to Organizational Behavior Management

How can we know what affects the results of an organization? The answers are often to be found in behaviors within the work group. By identifying these behaviors and promoting them with the help of proven methods from OBM, we can streamline the organization and achieve great results!

In this course, we will introduce you to OBM (Organizational Behavior Management). After the course you will have a better understanding of how you can give yourself and your employees a chance to promote the group’s positive behaviors, and together create an organization where inspiration and results are key pillars within each unit.

In ten parts, we want to give you a taste of what you can achieve by using tried and tested methods within OBM. So, let me show you what efficient organizational management really looks like! Submit your email address below to get started!

This course is created by me, licensed psychologist Sara Ingvarsson. In my work, I help both small and large organizations bring about change that sticks.

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Said about the course:

"Thanks to Sara's course I finally got time to learn about OBM to see what all the fuzz is about. Now I know and thanks to that I've gotten a new perspective to behaviors within an organization."